Introduction
About the Author
Acknowledgements
Chapter 1. Avoid the Solution Trap
Speed Read
1.1 What's wrong with a knee-jerk solution?
1.2 Think Holistically
1.3 Structure your problem solving
1.4 Scour the stakeholder landscape
1.5 Slow down to speed up
1.6 Uncover constraints
1.7 Be concise yet precise: Introducing the one page Problem Canvas
Big Picture
1.1 What's wrong with a knee-jerk solution?
1.2 Think Holistically
1.3 Structure your problem solving approach
1.4 Scour the stakeholder landscape
1.5 Slow down to speed up : Be prepared for challenge
1.6 Uncover Constraints
1.7 Be concise yet precise: Introducing the one-page Problem Canvas
Chapter 2. Think Problem before Solution
Speed Read
2.1 The importance of Why
2.2 Defining a problem or opportunity statement
2.3 Encourage Divergent and Convergent Thinking
2.4 Get to the root of the problem
2.5 Consider the External Environment
2.6 Consider Multiple Perspectives on the Problem
2.7 Gain Consensus and Move Forward
Big Picture
2.1 The importance of Why
2.2. Defining a problem or opportunity statement
2.3 Encourage Divergent and Convergent Thinking
2.4 Get to the root of the problem
2.5 Consider the External Environment
2.6 Consider Multiple Perspectives on the Problem
2.7 Gain Consensus and Move Forward
Chapter 3. Defining the Outcomes: What Does Success Look Like?
Speed Read
3.1 Encourage Outcome Based Thinking
3.2 Start With the End in Mind: Define Critical Success Factor
3.3 Make it measurable with Key Performance Indicators
3.4 Attain Balance with the Balanced Business Scorecards
3.5 Revisit and Consider Constraints
3.6 Ensuring Organisational Alignment
3.7 Assess different perspectives on outcomes
Big Picture
3.1 Encourage outcome-based thinking
3.2 Start With the End in Mind: Define Critical Success Factors
3.3 Make it measurable with Key Performance Indicators
3.4 Attain Balance with the Balanced Business Scorecard
3.5 Revisit and Consider Constraints
3.6 Ensuring Organisational Alignment
3.7 Assess different perspectives on outcomes
Chapter 4. Assessing Scope and Impact
Speed Read
4.1 The danger of Scope Creep
4.2 Know the difference: Impacted, Interested and Involved
4.3 Understand the problem situation
4.4 Find the Roles & Goals
4.5 Make it visual with a Business Use Case Model
4.6 Set the priorities
4.7 Set the boundaries of scope
Big Picture
4.1 The danger of Scope Creep
4.2 Know the difference: Impacted, Interested and Involved
4.3 Understand the problem situation
4.4 Find the Roles & Goals
4.5 Make it visual with a Business Use Case Model
4.6 Set the priorities
4.7 Set the boundaries of scope
Chapter 5. Solutioneering: Generating Solution Options
Speed Read
5.1 Keep the outcomes clearly in mind
5.2 Get Together and Imagine Multiple Solutions
5.3 Start evaluating solutions: Create a long list
5.4 Getting Specific: Short list the best
5.5 Consider Doing Nothing
5.6 Compare the short listed options
5.7 Validate and make a recomme
